Nelson Marquez, President and CEO, Webber International University

May 2026 — Invest: sat down with Nelson Marquez, president and CEO of Webber International University, to discuss the university’s recent momentum, its approach to student success, and how its centennial is shaping the institution’s future. “The explosion of great ideas comes from the intersection between university and colleges, community, and industries,” Marquez said.

What have been the key highlights for Webber International University over the past year?

Over the past year, Webber International University has built strong momentum across academics, student achievement, and institutional visibility. For a long time, Webber was one of the best-kept secrets in Central Florida, and one of my priorities since stepping in as president has been to raise the university’s visibility and make sure more people understand what makes it distinct.

A major part of that progress has come from expanding high-demand programs in business, health professions, and education while continuing to strengthen our graduate offerings. We were especially proud to receive full accreditation for two health professions programs. One was our Bachelor of Science in occupational therapy assistant with a minor in health services administration, which is the only program of its kind in Florida and one of very few in the nation at the bachelor’s level. The other was our Bachelor of Science in nursing, which also achieved full accreditation. Our nursing graduates have also delivered a 100% licensure pass rate, which is a tremendous point of pride for the university.

Our students have continued to excel academically and athletically. In academics, our Future Business Leaders of America students have consistently performed at a high level in district, state, and national competition. In athletics, several teams posted strong seasons and postseason performances, and golf continues to be one of our standout programs.

We have officially entered our centennial celebration phase as we prepare for our 100th anniversary in 2027. That milestone is already serving as a unifying force. It is helping us reconnect with alumni, energize the campus community, and elevate Webber’s profile in the region.

We have also expanded our academic footprint through more flexible delivery models. Through our Webber Worldwide initiative, students can now access a Webber education through hybrid, online, and on-ground formats. That is helping us meet students where they are while extending our reach beyond our immediate geography. We are also deepening our community ties through service initiatives, including a highway adoption project that gives students the opportunity to contribute directly to the area around campus and develop a sense of social responsibility.

How are you using the university’s centennial to reflect its legacy while positioning it for future growth?

The centennial is giving us a chance to honor our history while also creating momentum for the future. One of the first priorities has been reconnecting with alumni. They are the bridge between our past and our future. They can tell the story of what Webber has meant over the years, but they also bring valuable insight into what today’s workforce expects and what future students will need in order to succeed.

We want alumni to serve as ambassadors, mentors, and partners in workforce development. They are already out in the field, building careers and leading organizations, so they help us understand how to align our programs with real-world needs rather than making decisions based only on what appears in headlines.

The centennial is also helping re-energize the community’s connection to Webber, not only in Lake Wales and Babson Park but across Central Florida. A 100-year milestone is significant, and it gives us an opportunity to reintroduce the university to a broader audience at a pivotal moment for higher education.

Most importantly, it reaffirms our mission. We are committed to graduating individuals who will live meaningful lives and contribute to the economy and to the world. Our international students often tell us that Webber gives them a place where they feel at home and where they belong. That is one of our greatest differentiators. But it is true for domestic students as well. Not every student is looking for a large university experience. Many are looking for a place where they can be known, supported, and developed. That is what Webber offers.

What trends are shaping the future of higher education, and how is Webber responding?

Higher education is evolving quickly, and I believe institutions have to respond with clarity and purpose. At Webber, our size is one of our strengths because it gives us agility. We are small enough to move thoughtfully and quickly when change is needed.

The first major trend is return on investment. Students and families want to know that higher education will lead to opportunity, and that is a reasonable expectation. At Webber, we measure that through graduate success, licensure outcomes, academic achievement, and gainful employment. We do not offer programs simply for the sake of adding programs. We want our offerings to lead to meaningful careers and productive lives.

The second trend is flexible learning. Education has to be accessible wherever a student may be, which is why we launched Webber Worldwide. Whether a student learns best in a hybrid format, fully online, or in person, we want to provide options that match their circumstances and learning style.

The third area is AI integration. We do not view AI as a buzzword. We see it as a technology that will have lasting impact, and we are exploring how to integrate it responsibly into coursework and training. We are mindful of the ethical questions that come with it. Our students are already engaging with those issues, which reflects how forward-looking the university has become.

The fourth trend is the rise of career-aligned credentials. We are exploring stackable credentials and certificate programs in areas such as healthcare, information technology, and business, allowing students to build from a certificate to an associate degree, then to a bachelor’s degree, and eventually to a master’s degree. That kind of flexibility reflects how people now move through education and careers.

What are your key goals and priorities for the next two to three years?

We are positioning Webber for continued growth and increased visibility. For decades, the university was known primarily as a business school. Today, we are expanding that identity by strengthening health professions and education while staying closely aligned with workforce needs across Florida and beyond.

One major priority is academic innovation. We currently think of our core strengths as a triangle made up of business, health professions, and education. But if market demand calls for it, we are prepared to stretch that triangle into a square and beyond. We are a university, and we need to be open to expansion where it makes sense.

Another priority is student success. That means more than graduation alone. We want students to achieve economic stability and meaningful lives, but we also recognize that success looks different for every individual. For some students, success may mean earning a professional license or landing a strong job. For others, success begins the day they step onto a college campus for the first time.

We have seen that firsthand through adult learners who come to Webber through pathways such as the Fresh Start program and build confidence course by course until they are ready to advance academically and professionally. Stories like that remind us that achievement is personal, and our role is to support students at every stage of that journey.

We are also focused on athletic excellence, technology integration, and alumni engagement. Our student athletes continue to prove that high academic performance and strong athletic performance can go hand in hand. We want to keep advancing both. On the technology side, we will continue exploring digital tools and AI in ways that improve learning and prepare students for the future. And through the centennial, we are deepening alumni engagement so that graduates can help guide, mentor, and advocate for the next generation.

Finally, there is the centennial execution. This is no longer just a vision. It is something we are actively building. We want to deliver a centennial celebration that honors our legacy, strengthens our relationships, and positions Webber confidently for the future.

How do you see Webber’s role in the broader community and economy?

I believe universities have a responsibility to work in partnership with the communities and industries around them. Higher education cannot operate in isolation. We need to understand what employers need, what communities value, and where the economy is heading. That kind of alignment happens when institutions are willing to listen and collaborate.

The explosion of great ideas comes from the intersection between the university and colleges, the community and the industries. When those groups come together, new possibilities emerge. That is where innovation begins, and that is where real partnership is born.

For Webber, that means preparing graduates who are ready to contribute, while also staying open and responsive to the evolving needs of the region and the workforce. That is how we will honor our first 100 years and build toward the next 100.